Professional Documents
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Methods Improvement: This starts with Methods analysis. Focus of this process is how a
job is done breaking it down to elemental tasks so that they are amenable for analysis. This
is done for both running jobs and new jobs. For a new job, the description becomes the
input for analysis. For current jobs, the analyst depends on observations, records and
suggestions of the persons involved in the job. When improved methods are suggested,
they are implemented and records created for assessing the consequences of the methods
improvement procedures. The analyst should involve all concerned persons in the process
so that acceptance becomes possible and opportunities open up for further improvements.
Quality Circles: The causes for the existence of a problem are classified as pertaining to
the material, processes or method or any factor that goes into production. The matter is
further investigated and pursued till the exact cause is determined. Quality circles use these
principles in solving problems. The teams select projects selected on the above basis and
implement actions to achieve improvement in the processes with a view to improve quality.
Since these activities are carried out without affecting the regular day to day work and
involve little involvement of the managers, team work gets reinforced and results in
continuous improvement in methods and quality. The capital deployed is minimal, if at all
and therefore productivity is enhanced.
Q.2. Write a detailed note on Split case order fulfillment methods and
mechanization.
Ans. Split case Order Fulfillment Methods and Mechanization: This system looks at
situations when bulk supplies in full cases to one or more destinations are not done.
Fulfillment of orders which need different merchandise in different quantities requires that
‘cases’ will have to be split, and pieces picked, repacked in cartons and ship to the
customer. Mechanization helps in improving identification, pickup and repacking the
materials in addition to relieving monotony of the workers. A few strategies of achieving this
objective optimally are discussed here.
Order Picking Methods: Items as per customer requirements have to be picked and
packed in a logical manner and assigned to personnel so that their productivity is
maximized. Accuracy of fulfillment of order is ensured by two basic factors.
a) Order Extent - It is defined as the number of order to be picked simultaneously by a
picker in an assignment. This is categorized as discrete order picking in which case a single
order is selected at a time, and Batch order Picking in which case the merchandise
requirements of many orders are put together and selected for pick up in the geographical
area which is covered in a single pass.
b) Coverage Extent – It is the physical area to be traversed by the picker in selecting
merchandise for an assignment within the picking system. The personnel pick up the
merchandise from a zone the zone being a contiguous area with different picking locations.
The boundaries may be fixed or dynamically adjusted to accommodate either personnel or
customers. In the other method called tour picking the entire picking area is considered for
picking merchandise.
Sorting and Routing: Sorting is done for the purpose of easing the operation of matching
orders, merchandise and the customers for whom they are done. This activity can be done
as and when orders are picked Sort Immediate or by merging a number of order and
batches are made to consolidate the priorities for execution. This method is called Merge
and Sort. The strategy used depends on the total area of the zone, the number of orders,
and the type of merchandise, and the economics of balancing all the above.
Order Packing Methods: Order fulfilling methodology covers one more aspect i.e. the
order packing methods. When split case is executed it becomes necessary that the
merchandise is repackaged for shipment to meet the requirements of the customers. In the
first method they are packed as they are picked.
Classification Schemes: In this coding of various methods of split picking and packing is
done. The letters will uniquely identify the method intended to be used and all personnel in
the process will know disposition status of the merchandise. For ex.
D iscrete Order Picking or Batch Order Picking – Letter D or B is used
Z one Picking or Tour Picking
Q.3. Explain strategic management process & strategic decision making in detail.
Ans. Strategic Management Process: Most of organizational processes depend upon the
structure of the organization, the hierarchical levels, decision arrival mechanisms,
communication systems, authorization processes, implementation procedures, feedback and
monitoring devices to formulate and implement strategies. It is necessary to ensure that the
process is effective and efficient and avoid loss of control. Organizational goals necessitate
the adoption of certain strategies, which are converted to functional goals in the areas of
finance, marketing and operations. These goals are achieved by adopting strategies arrived
at using organizational processes. When these long term strategies are being implemented
to meet short term challenges depending upon situations. The actual activities which results
in outcomes are called a business strategy is the result of a decision taken at the highest
level. They are specific Programme of action which outline how the resources are deployed
to achieve goals in an environment. A general framework to guide and activate think tanks
in the organization to come up with proposals. Action plans with time frames, authority
hierarchies and feedback mechanisms are formulated and designed. At this stage detailed
scenarios as to the likely consequences are considered and contingency plans worked out
for implementation, if situations call for the same.
Strategic Decision Making: Decision making is the most crucial management function.
Decisions commit the organization and its members to activities which have financial
repercussions and affect the functioning of others who are connected with those. Therefore
decisions are taken after lot of deliberations which involve data gathering, analysis and
predicting outcomes. Accuracy of data, their relevance for the matter under consideration is
matters which affect the quality of decisions. In addition, the following factors also form the
basis of decision making:
a) Environmental Scanning - The business environment in which the firm exists and has
to compete continually exhibits potential for opportunities and threats. Becoming aware of
those and their impact on the firm by a process of analysis is called environmental scanning.
The environment includes the industry, the marketplace, the governmental agencies,
society, ecology, technology, etc. Competitors may be gaining edge by diversification,
making forays into the firm’s niche market by making new and better products. Adaptation
to these dynamic factors by environment scanning and basic strategic decisions is vital.
b) Core Competencies: Each organization is started by an entrepreneur or a small group
of them who believed in some unique strength which would give them a place in the
market. Utilizing those strengths the venture would have succeeded and development and
expansion take place either laterally or vertically or in both ways. Core processes of an
organization are determined by the core competencies. Four main core processes are –
customer relationship, new product/service development, supplier relationship and order
fulfillment. One should remember that the environment, is always dynamic and the strategy
formulation needs to be constantly updated for making implementation effective. Ultimately
every organization depends on the core compete cities which gives it an advantage over the
competitors.
Q.4. What is TQM? Explain Quality approaches of Deming Wheel and Jurans Quality
Triology.
Ans. TQM is viewed from many angles - as a philosophy, as an approach and journey
towards excellence. The main thrust is to achieve customer satisfaction by involving
everybody in the organization - across all functions - with continuous improvement driving
all activities. TQM systems are designed to prevent poor quality from occurring. The
following steps are implemented to achieve Total Quality.
a) Take all measures to know what the customer wants. Develop methods that generate
facts which can be used for decision making. Do not ignore the internal customer – the next
person in the process.
b) Convert the wants into design specifications that meet or exceed customer expectations.
c) Processes are to be designed so that they facilitate doing the job right the first time.
d) Keeping record of all occurrences, procedures followed and consequences. They help in
validating the processes so that continuous improvement becomes possible. More
importantly any gaps can be seen and rectified immediately.
One of the basic tenets of TQM - is just because something is working well improvement is
not necessary. The search must be continuous to find ways and means to improve every
aspect of the business process – finance, operations and management. Complacency should
never be allowed to creep in at any time. All these require top management commitment.
Approaches to TQM – Being practiced worldwide by different organizations, TQM has
different approaches towards its achievement. The basic thrust of each of these is realizing
excellence. Each organization will use any of these or even a combination to suit its
structure, culture and need. Some emphasize on the philosophy of TQM and the role of
management and employees in being aware, committed and act. Some expect us to use
statistics more intensely. Some give us an ‘integrated approach’.
Juran’s Quality Triology - Juran uses his famous Universal Breakthrough Sequence to
implement quality programmes. They are
A – Proof of need - there should be a compelling need to make changes
B – Project Identification - Here what is to be changed is identified Specific projects with
time frames and the resource allocation are decided.
C – Organization with top management’s commitment is made in terms of assignment of
persons, responsibilities fixed
D – Diagnostic journey - each team will determine the problems result from systemic
causes or random or deliberately caused. Root causes are ascertained with utmost
certainty.
E - Remedial Action – This is the stage when changes are introduced. Inspection, testing
and validation are also included at this point.
F – Holding on to the gains - the above steps result in beneficiary results. Having records or
all actions and consequences will help in further improvements. The actions that resulted in
the benefits derived should be the norm for establishing standards.
Q.5. Compare Workflow with BPM. Explain in detail the Project Development
process Cycle?
Ans. Workflow vs. BPM – Workflow contains a number of entities in a unidirectional path
with nodes. Each of these nodes may contain a number of elements – material, data,
attributes, value. They come together for integration or even for division and will have
transformation going on. The activities that make these transformations are the sub
processes. So, there are changes taking place along the path and at the end we have a
completed process. Every detail has been worked out, the outcomes verified and corrected
brought into the flow so that nothing untoward occurs. The only thing lacking is flexibility
that business situations demand all the time and because the enterprise has to perform and
excel in conditions of uncertainty, improvement and competition. Fortunately these are
exceptions. Exceptions create new processes, opportunities and help us get new insights
into the processes. It has been found that 80% of process costs arise out of managing
exceptions. These happen at many points in the value chain. Managing these is Business
Process Management. Workflow does not offer options in the way processes are conducted.
They have fixed routes, activities and schedules. Actually, there is not much ‘management’.
BPM goes ahead not on a fixed track, but on bumpy roads, swerving sharply to avoid
collisions and overtaking the vehicles that are ahead. It calls for all management skills.